Eldri starfmenn og yfirfærsla þekkingar í orkufyrirtækjum

Abstract

ÁgripMarkmið greinarinnar er að kynna rannsókn á því hvernig íslensk orkufyrirtaeki standa að yfirfaerslu þekkingar eldri starfsmanna til þeirra yngri áður en þeir fyrrnefndu haetta störfum. Efnið hefur lítið verið rannsakað hér á landi og er rannsókninni aetlað að baeta við fraeðilega umfjöllun á sviðinu, auka vitund fyrirtaekja um mikilvaegi yfirfaerslu þekkingar og til að stjórnendur geti nýtt niðurstöðurnar í starfi sínu. Rannsóknin byggðist á hálfstöðluðum viðtölum við 18 verk-og taeknifraeðinga og stjórnendur. Helstu niðurstöður eru að íslensk orkufyrirtaeki hafa ekki mótað markvissa stefnu um yfirfaerslu og varðveislu þekkingar, þó svo að sum þeirra hafi hafið undirbúning hennar. Viðmaelendur voru sammála um að besta aðferðin við yfirfaerslu þekkingar vaeri að eldri og yngri starfsemenn ynnu saman að verkefnum. Forsenda þess að þar takist vel til er vilji einstaklinga til að miðla, traust og gott samband á milli eldri og yngri starfsmanns og nálaegð hvors við annan. Einnig þurfa stjórnendur að hvetja til miðlunar þekkingar. Helstu hindranirnar við miðlun þekkingar voru tímaskortur, verkefnaálag og skortur á markvissu verklagi. Ekki var mikill munur á viðhorfi eldra og yngra starfsfólks til þeirra þátta sem snúa að yfirfaerslu þekkingar. AbstractThe aim of the article is to present an investigation into how Icelandic energy companies bring about the transfer of knowledge from older employees to young recruits before the former retire from work. The subject has not been studied in Iceland so the aim of this research is to improve the academic discussion on the matter, increase the companies' awareness of the importance of knowledge transfer and for managers to be able to use the findings to work more effective on the issue. The research is based on semi-structured interviews with 18 engineers, technical specialists and members of managerial staff. The main conclusions are that Icelandic energy companies have not formulated a targeted strategy on the transfer and preservation of knowledge, although some of them have launched preparations in this regard. The respondents agreed that the best method of knowledge transfer comprises cooperative projects involving both younger and older workers. A prerequisite for success here is the willingness of individuals to mediate knowledge, trust between participants and a positive contact and connection between older and younger workers involved in close cooperation. Managers must also actively encourage the mediation of knowledge. The main barriers to the mediation of knowledge were lack of time, workload and inadequate work planning. There

Deaf Identity Under Pressure: Experiences of Deaf Persons in Iceland

“…In view of Deaf people’s difficult experiences with the policies of oralism in the 19th and 20th centuries, the cultural–linguistic perspective assumes that Deaf individuals reject and oppose medical intervention. In this context, the Deaf community is defined as a minority group that demands recognition of sign language as a key element in the lives of individuals who define themselves as Deaf ( Stefánsdóttir, 2005 ).…”

“…Although studies have shown that cochlear implants enable many, but not all, deaf individuals to learn spoken language ( Sharma et al., 2020 ; Spencer et al., 2012 ), research has suggested diverse experiences of deaf individuals with cochlear implants when it comes to their identities. Cochlear implants have been controversial from the beginning within Deaf communities, and the intervention has been described by some as a continuation and reinforcement of oralism ( Stefánsdóttir, 2005 ). According to Lane and Bahan (1998 ), cochlear implants reflect the “hearing norm”, that is, that everyone should hear and speak.…”

“…Cochlear implants build on this norm, attempting to correct hearing capacity and allowing deaf individuals to hear. Stefánsdóttir (2005) has concluded that cochlear implants are incompatible with and are threats to the Deaf identity. Empirical research, however, has suggested a more complex picture.…”